某股份制商业银行柜面运营模式比较研究

发布时间：2018-04-17 09:25

本文选题：传统柜面模式 + 业务分类模式　；参考：《电子科技大学》2012年硕士论文

【摘要】：随着银行业竞争日益激烈，如何提高核心竞争力，已成为各家银行亟待解决的问题，是保守的对传统运营模式进行优化（采用非标准配置的传统柜面模式），是中立的对传统运营模式进行改进（采用业务分类模式或综合业务模式），还是颠覆性的对传统运营模式进行改革（采用业务集中模式）。这四种运营模式有利有弊，究竟孰优孰劣，很难一概而论。在特定条件下比较四种运营模式的优劣，寻找最适合自身发展的运营模式，便是本文需要解决的问题。本文选取了某股份制商业银行辖下四家规模、利润、业务量相接近的支行作为研究对象：首先，全方位的研究分析了四家支行的经营状况和财务状况，对四家支行的业绩作出了综合评价，为下文的研究提供了基础数据；其次，对四家支行的柜面业务种类及耗时进行了深入的研究和分类；第三，采用关键成功因素分析法（CSF），设计了银行柜面综合评价指标体系，将银行各类评价指标分为：风险类指标、效率类指标、服务类指标和效益类指标；第四，对四家支行现有柜面运营模式，业务种类、业务特征及业务变动趋势进行了实证分析，并根据实证分析过程中的业务数据测算了四种柜面运营模式下最优的岗位配置。第五，为了客观、全面的比较四种模式的优劣，分别将这四种柜面运营模式赋予了四家支行，并监测了四家支行采用新模式运行一段时间后的各项指标变动度，采用层次分析法（AHP）和优劣解距离法(TOPSIS)对各评价指标进行了多目标决策，最终得出了这四种柜面运营模式优劣比较的综合排名。第六，将多目标决策得出的最优运营模式：业务集中模式进行进一步的引申，从支行层面延伸至总分行层面，并结合业务流程再造理论（BPR）得出了该银行未来转型的方向——流程银行下的运营集中模式。最后，再次运用理论指导现实，在确定了银行未来转型方向后，结合银行实际情况，尝试探索最适合该银行自身发展的运营集中模式架构，，即:以分行集中处理平台为主、总行集中处理平台为辅、支行柜台处理平台为补充形式的三级运营集中模式。
[Abstract]:With the increasingly fierce competition in the banking sector, how to improve the core competitiveness has become a problem to be solved urgently by various banks.It is conservative to optimize the traditional operation mode (adopt the traditional cabinet mode of non-standard configuration, is neutral to improve the traditional operation mode (using the business classification model or the integrated business model), or subversive.The traditional operation mode carries on the reform (adopts the business centralization pattern.These four modes of operation have advantages and disadvantages, which is better or worse, it is difficult to generalize.To compare the advantages and disadvantages of the four operation modes under certain conditions and to find the most suitable operation mode for their own development is the problem to be solved in this paper.In this paper, four branches of a joint-stock commercial bank with similar scale, profit and business volume are selected as the research object.First of all, the comprehensive research and analysis of the operating and financial situation of the four branches, the performance of the four branches to make a comprehensive evaluation, for the following research provides the basic data;Secondly, the paper makes an in-depth study and classification on the types and time consuming of the counter business of the four branches.Thirdly, by using the key success factor analysis method, the paper designs the comprehensive evaluation index system of bank counter, and divides all kinds of evaluation indexes into risk index, efficiency index, service index and benefit index.Fourthly, the paper makes an empirical analysis of the existing counter business models, business types, business characteristics and business change trends of the four branches, and calculates the optimal post allocation under the four kinds of cabinet operation modes according to the business data in the process of empirical analysis.Fifth, in order to objectively and comprehensively compare the merits and demerits of the four modes, the four counter operating modes were assigned to the four branches respectively, and the index changes of the four branches were monitored after the operation of the new model for a period of time.In this paper, the analytic hierarchy process (AHP) and the solution distance method (TopSISs) are used to make a multi-objective decision on each evaluation index, and finally, the comprehensive ranking of the advantages and disadvantages of the four kinds of cabinet operation modes is obtained.Sixthly, the optimal operation mode of multi-objective decision-making: business concentration model is further extended from branch level to branch level.Combined with the BPR theory, the paper draws the direction of the bank's future transformation-the mode of operation concentration under the process bank.Finally, using the theory to guide the reality again, after determining the direction of the bank's future transformation, and combining the actual situation of the bank, try to explore the most suitable for the bank's own development of the centralized operation mode framework, that is, the branch centralized processing platform is the main.The main bank centralized processing platform is auxiliary, the branch counter processing platform is the supplementary three-level operation centralized mode.
【学位授予单位】：电子科技大学
【学位级别】：硕士
【学位授予年份】：2012
【分类号】：F832.2

【参考文献】